As the United States prepares for a generational shift in leaders, there is a lack of literature adequately examining how Generation X and Millennial entrepreneurs manage organizational conflict about leadership and change management. The scope of this problem should concern individuals who are stakeholders in any organization. In preparation for the coming shift in generational leaders, the subject study explored the management of organizational conflict regarding leadership and change management for Generation X and Millennial entrepreneurs. Supported by a theoretical foundation built on theory of generations and realistic group conflict theory, this qualitative study analyzed the interviews and narratives of six Generation X entrepreneurs and six Millennial entrepreneurs. The analysis outlined specific themes of the management of organizational conflict by participants from both generations. This study revealed that Generation X cohort members tackle contemporaneous or emerging conflict via formal dialogue and compromised reconciliations, in the service and advancement of the organization, while Millennial entrepreneurs manage organizational conflict as it relates to leadership and change management by employing conversations rooted in fundamental company values, orchestrating team meetings, and establishing a goal-aligned yet collaborative work culture. The subject study also disclosed that Generation X and Millennial entrepreneurs both incorporate conversations to manage organizational conflict as it relates to leadership and change management, but they contrast on prioritizing creating a collaborative work culture versus focusing on company growth. At an organizational level, the instant study impacts stakeholders by enabling positive social changes informed by evidence-based insights about how Generation X and Millennial entrepreneurs manage organizational conflict.

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Company mergers and acquisitions often create tremendous conflict for employees because they force them into a spiral of organizational change. In this environment, employees are challenged with redefining themselves within a new organization. The purpose of this phenomenological study was to discover and explain the particular conflict experiences of professional employees who experienced the merger and acquisition of their company. A phenomenological research study was conducted to discover and describe the shared conflict experiences of professional employees during the merger and acquisition of their consulting firm. Semi-structured in-depth interviews were conducted with 17 self-identified professional employees. It was found through an extensive phenomenological data analysis that: (a) the merger and acquisition experience is believed to have strengthened and improved the participants' skills for their professional advancement. With M&A, (b) the major conflict experienced by participants was the feeling of indifference and apprehension by the employees being merged with or acquired by another company as trust and credibility needed to be regained. Lastly, (c) the participants' sense of identity (confidence and professional identity) is still present as they are willing to accept the new factors and aspects of changes and developments that come with the merger and acquisition. The study contributes to the field of conflict analysis and resolution by providing new understandings and perspectives on how mergers and acquisitions are experienced and how they impact employees' conflict experiences and sense of identity.

New and experienced leaders sometimes underestimate the importance of the follower and context in their ability to be effective and successful in the long term. During an organization crisis or in a conflict situation, a leaders’ verbal and nonverbal communication behaviors and an awareness of the contextual factors and followers’ feelings involved may contribute more to long-term effectiveness and success more generally than certain characteristics or type of leadership, even if that style is the prevalent model of leadership within the organization. In theory, every leader should benefit from a greater understanding of the evolving study and theory of leadership psychology, but to put the knowledge into practice is a completely different story. This case study depicts some of the new and existing challenges facing leaders today, in hopes that the way in which the information is presented through a story will better help in illustrating the mistakes that all leaders can and do make, so the events and people in the story serve to prevent these mistakes from being made.

Made available in DSpace on 2016-06-02T20:38:29Z (GMT). No. of bitstreams: 1 6737.pdf: 2503664 bytes, checksum: dd550ac8253d6b23f57faa2043df7ddf (MD5) Previous issue date: 2015-03-13 / Financiadora de Estudos e Projetos / This research aims to discuss the organizational conflict among the departments of Production, Quality and Engineering within the consumer goods manufacturing industry of information technology in the region of Campinas/SP. Describes situations where the conflict was observed in one of the companies in the region. From this description and theoretical research on the subject, a questionnaire is prepared which is subjected to 78 professional staff of those departments who have worked in this company and in at least one other company in this sector in the region of Campinas. These professionals were categorized from two vectors: the Department in which they work (Production, Quality or Engineering), and if they were part of the technical body (composed of Engineers, Technicians, Analysts and Technical Managers), or Staff operating body (composed of Supervisors and Operation Managers). Theoretical analysis on the topic is made taking as central axis the Sociological Theory of Conflict of Georg Simmel, for whom the conflict is positive and element constructor of social relations. The questions to be answered are related to the identification of the structural conditions of conflict, understanding if the same is seen as positive or negative by the surveyed ones, if the conflict promotes the change in the structure of the Organization, and if is contained in the observed Organization or whether it is something common to other companies in the region. The answers of the surveyed ones point out that the Department in which they work, the type of position or function, the performance appraisal system and the dynamics of information technology industry operate as structural elements of the conflict. Moreover, the organizational conflict evaluated do not presents itself as positive by tensing the structure instead of overcoming it, and do not enable the maintenance or improvement of the Organization in its positioning in the consumer market share. It is still seen by respondents as common to companies in the region. The survey responses also point to the failure of sociological theory of Simmel in analyzing the conflict in environments where it is uneventful, because it is unable to produce transformation in the social structure of the Organization, and because there are generalizations in his normative theory about the conflict that have not been verified in practice. / Esta pesquisa se propõe a discutir o conflito organizacional entre os departamentos de Produção, Qualidade e Engenharia no interior da indústria manufatureira de bens de consumo da tecnologia da informação na região de Campinas/SP. Descreve situações em que o conflito foi observado em uma das empresas presentes na região. A partir desta descrição e do levantamento teórico a respeito do tema, é elaborado um questionário que é submetido a 78 profissionais do staff desses departamentos que tenham trabalhado nesta empresa e em pelo menos mais uma empresa desse setor na região de Campinas. Esses profissionais foram categorizados a partir de dois vetores: o departamento em que trabalham (Produção, Qualidade ou Engenharia), e se faziam parte do corpo técnico, composto por Engenheiros, Técnicos, Analistas e Gerentes Técnicos, ou do corpo operacional do Staff, composto por Supervisores e Gerentes de Operação. A análise teórica sobre o tema é feita tomando como eixo central a teoria sociológica do conflito de Georg Simmel, para quem o conflito é positivo e elemento construtor de relações sociais. Tem como questões a serem respondidas a identificação das condições estruturais do conflito, entender se o mesmo é visto como positivo ou negativo pelos pesquisados, se o conflito promove a mudança na estrutura da organização, e se está contido na organização observada ou se é algo comum às demais empresas do ramo na região. A resposta dos pesquisados aponta que o departamento em que trabalham, o tipo de cargo ou função, o sistema de avaliação de desempenho e a dinâmica da indústria da tecnologia da informação operam como elementos estruturadores do conflito. Além disso, o conflito organizacional avaliado não se apresenta como positivo por enrijecer a estrutura em vez de superá-la, e por não viabilizar a manutenção ou melhoria da organização no seu posicionamento na fatia do mercado consumidor. É visto ainda pelos pesquisados como comum às empresas da região. As respostas dos questionários apontam também para a insuficiência da teoria sociológica do conflito de Simmel em analisar o conflito em ambientes em que o conflito é rotineiro, por se mostrar incapaz de produzir transformação na estrutura social da organização, e por demonstrar que há generalizações em sua teoria normativa a respeito do conflito que não foram verificadas na prática.

Indiana University-Purdue University Indianapolis (IUPUI) / This paper introduces a unified model for organizational change that is designed to help change analysts think through the decision-making process. Most organizational leaders do not manage change effectively because they fail to acquire the minimum amount of information necessary to make a sound decision. In large part, this deficiency is a result of considering only a small part of the organization’s total change reality, which can be expressed in terms of the following four categories: 1) Environment creates change, 2) Organization responds to environmental change, 3) Organization initiates new changes, and 4) Organization changes environment. Through the principle of diagnostic communication, leaders can adjust to the incoming changes [categories 1 and 2]. Through the principle of rhetorical communication, they can create effective outgoing changes [categories 3 and 4]. Through the principle of dialogical communication, they can achieve a strategic balance between too much conformity, which results from diagnostic communication in isolation, and too much non-conformity, which results from communication in isolation. By understanding and communicating about change from this multi-dimensional perspective, organizational leaders, both designated and non-designated, can learn to appreciate the extent to which they influence and are influenced by the larger cultural environment of which they are a part.

Bakgrund och problemformulering: I hälso- och sjukvårdsorganisationer är konflikter oundvikliga, ständigt förekommande och en naturlig del av arbetsplatsen. Ökad ohälsa i form av arbetsrelaterade sjukdomar och stress kan härledas till konflikter på arbetsplatsen. Trots det upplever många chefer ett obehag och svårigheter med hur konflikter ska hanteras. Syfte: Sammanställa aktuell forskning och få en samlad bild av olika konflikthanteringsstrategier med relevans för hälso- och sjukvårdsadministration under åren 2010-2021. Detta för att bidra till en hållbar hantering av mellanmänskliga konflikter inom hälso- och sjukvård för att främja en hälsofrämjande arbetsmiljö. Metod: Systematisk litteraturstudie med kvalitativ ansats. Analysen utfördes genom att syntetisera och sammanställa innehållet i tolv vetenskapliga primärstudier med både kvalitativ och kvantitativ ansats. Resultat: Studiens resultat indikerar att det finns ett orsakssamband mellan demografiska faktorer och val av konflikthanteringsstrategi. Vidare visar resultatet på att det finns en medvetenhet hos chefer om att en kompromissande, integrerande och aktiv konflikthantering huvudsakligen är det mest effektiva, men vissa studier indikerar att undvikande och dominerade strategier är förekommande. Resultatet visar även att chefer använder sig utav flera olika konflikthanteringsstrategier. Diskussion: Vi anser att konflikthantering bör vara ett prioriterat område för chefer som arbetar i verksamheter inom vård och omsorg för de tydligt positiva effekterna en effektiv konflikthantering har på hälsa för anställda, ökad effektivitet och vårdkvalitet. Samtidigt saknas det studier baserat på svensk kontext, orsakssamband och val av konflikthanteringsstrategier samt koppling till arbetsmiljö. Därför anser vi det nödvändigt med ytterligare forskning för att nå och möjliggöra ett hållbart och hälsofrämjande ledarskap. / Background: In health care organizations, conflicts are inevitable, constantly occurring and a natural part of the workplace. Decreased health in the form of occupational illnesses and stress can be attributed to unhandled workplace conflicts. Despite this, many nurse managers experience discomfort and difficulties with how conflicts should be handled. Aim: This study aimed to compile current research and present an overall picture of different conflict management strategies relevant to health care administration during the years 2010-2021. This is to contribute to the sustainable management of interpersonal conflicts in health care in order to promote a health-promoting work environment. Method: Systematic literature study with a qualitative approach. The analysis was performed by synthesizing and compiling twelve primary scientific studies with both a qualitative and quantitative approach. Results: Our result indicates a causal relationship between demographic factors and the choice of conflict management strategy. Furthermore, the results show that there is an awareness among managers that compromising, integrative and active conflict management generally is the most effective, but some studies indicate that avoidant and dominated strategies is prevalent. The results also show that managers use several different conflict management strategies. Conclusion/Discussion: Effective conflict management positively affects occupational health, organizational efficiency, and the quality of care. Therefore, we believe that conflict management should be a priority area for managers and management training in healthcare. There is a lack of studies based on the Swedish context, causation and choice of conflict management strategies, and connection to occupational health. Further research is needed to achieve and enable sustainable and health-promoting leadership.

Made available in DSpace on 2015-07-22T20:49:44Z (GMT). No. of bitstreams: 0 Previous issue date: 2011-03-30 / O estudo relata e analisa uma pesquisa-intervenção que realizei em uma unidade de saúde da Secretaria Municipal de Saúde de Campinas, onde atuo como apoiadora distrital. O empírico da tese começou em dezembro de 2008, com um pedido para que eu, como apoiadora, trabalhasse a “comunicação” na equipe. A intervenção, visando a atender tal demanda, cumpriu duas etapas principais. Na primeira, foram realizadas quatro “oficinas de comunicação”, envolvendo 69 funcionários da unidade. A partir das oficinas, foram mantidos encontros com os trabalhadores, escolhidos pelos grupos como facilitadores da comunicação, para trabalhar sobre o material produzido e viabilizar as propostas de solução por eles apresentadas. O trabalho transcorreu durante os seis meses seguintes, tendo como momentos fortes as reuniões gerais mensais para as quais todos os funcionários eram convidados, com suas agendas liberadas e a unidade trabalhando com um plantão de atendimento para os usuários que lá aparecerem. Foi um período de intensa conversão entre os trabalhadores e busca de reconstrução de relações e modos de se produzir o cuidado. A segunda etapa constituiu-se de “oficina de humanização”, preparada a partir de entrevistas com os trabalhadores e a gestora da unidade de saúde, sobre seu entendimento a respeito da humanização e de sua avaliação sobre o cuidado oferecido pela unidade de saúde. O desafio metodológico foi transitar da função institucional que exerço a partir de marcado lugar de poder, autoridade e de “exterioridade” em relação à equipe de trabalhadores, para uma inserção mais íntima e “interna” às suas relações micropolíticas, tentando produzir, com eles, reflexões e ações voltadas para a humanização das relações que regem seu cotidiano e, ao mesmo tempo, das relações que estabelecem com os usuários na produção do cuidado. Uma pesquisa implicada, portanto, porque tive que lidar, o tempo todo, com a tensa relação entre minha localização na hierarquia das relações de autoridade formal da organização - e a racionalidade, interesses e tempo que lhe são próprios -, com a dinâmica e modo de funcionamentos da equipe. O estudo apresenta e problematiza o nada simples movimento de interiorização/exteriorização em relação ao campo micropolítico quefoi sendo investigado, modificado e produzido, em intenso compartilhamento com os trabalhadores. Na tradição inaugurada pela pesquisa-ação e consolidada no campo da sociologia reflexiva, em particular nos escritos de Alberto Melucci, tive a preocupação de ir produzindo, o tempo todo, um diálogo teórico com autores que, de modo mais ou menos direto, contribuíssem para ir clareando os caminhos abertos pela investigação, em particular o conhecimento que ia sendo apropriado em ato pelos atores organizacionais, modificando suas relações e os modos de se produzir o cuidado. Uma intervenção que produzisse, ao mesmo tempo, o “objeto” e a teoria para pensar o “objeto” que estava sendo produzido. A tese foi a configuração da construção de um mapa. O mapa é composto por meridianos e paralelos que se cruzam o tempo todo e vão reconstruindo o caminho das minhas intervenções, sempre em diálogo com autores que contribuíam para uma melhor compreensão dos problemas práticos que ia enfrentando. Os meridianos produzem a “verticalidade” do mapa, delimitando “campos de observação e/ou reflexão”, recortes-referência, sempre atravessados pelos paralelos que vão produzindo a sua “horizontalidade”. Os meridianos surgem com a intervenção, são produzidos nela, sendo irregulares no seu tamanho e configuração. Três são os meridianos que compõem o mapa: 1- minha construção como sujeito epistêmico: apoiadora pesquisadora; 2- o CS da intervenção: cenário de sofrimento e conflitos; 3- a intervenção. Os três meridianos são atravessados por cinco paralelos: reflexões metodológicas; reflexões teóricas sobre o problema da pesquisa; reflexões sobre o cuidado; reflexões sobre a gestão e reflexões sobre o contexto. Os paralelos, apesar de preservarem sempre o mesmo enunciado nos três meridianos, modificam-se na especificidade de cada um deles. Estive sempre atenta às linhas de fuga produzidas no cruzamento dos paralelos com os meridianos, buscando nelas indicações sobre outros modos de pensar e fazer o que eu não experimentara antes. / This study describes and analyses an intervention-research that I conducted in one of the Health Centers of the Municipal Health Secretariat of Campinas, Brazil, where I work as a district supporter. The empirical phase of the thesis began in December 2008 after I was asked to work on the “communication” in the team. The intervention took two main steps, aiming at reaching that goal. First there were four “communication workshops”, which involved 69 employees of the unit. After the workshops meetings were held with the employees chosen as communication facilitators by the groups to work on the material produced and to manage the proposals for solving the problems that were presented. The work went on for the following six months and the highlights were the monthly general meetings. All the employees were invited for the meetings, their agendas were cleared and the unit had a group on duty just in case a patient might need it. That was a period when the workers proved intensive changes while searching for the reconstruction of relationships and ways of care. The second step consisted of “humanization workshops” based on interviews with the workers and the manager at the Health Center about the humanization and their evaluation about the care offered at the Heath Center. The methodological challenge was to move from my institutional role of power, authority and “externality” regarding the team of workers to a closer and inner insertion of micro political relationships, trying with them to bring up reflections and actions upon the humanization of their daily relationships and, at the same time, of their relationships with the patients as far as care is concerned. Therefore this was a participatory action-research, because during all the time I had to deal with the tense relationship between my position in the hierarchy of the formal authority of the organization and the rationality, interests and timing of the research itself as well as with the team.s dynamics and ways of working. The study presents and discusses the complex movement of internalization/externalization concerning the micro political field, which was investigated, modified and produced intensely together with the workers. Based on the tradition started by the action-research and consolidatedin the reflexive sociology, especially in Alberto Melucci.s writings, I was during all the time concerned with the production of a theoretical dialog with the authors that could in a more or less direct way contribute to clear the paths opened by investigation and especially by the knowledge gotten by the organizational actors who were modifying the relationships and approaches of providing care. I was concerned with an intervention that could provide at the same time the “object” and the theory to think over the “object” that was being produced. The thesis was the setting up of a map. The map consists of meridians and parallels that intersect all the time while rebuilding my interventions always keeping the dialog with the authors that contributed for a clearer understanding of the practical problems I faced. The meridians make the “verticality” of the map and define the “fields of observation and/or reflection”, as reference clippings. They are crossed by the parallels that make the “horizontality”. The meridians come up by means of the intervention in which they are produced and they are irregular regarding size and configuration. There are three meridians in the map: 1- my construction as epistemic subject: from being a supporter to being a researcher; 2- The Health Center of the intervention: a scenery of suffering and conflicts; 3- the intervention. The three meridians are crossed by five parallels: methodological reflections; theoretical reflections upon the problem of the research; reflections upon the care; reflections upon management and reflections upon the context. Though the parallels always preserve the same statement in the three meridians, they are different according to each respective specificity. I have always paid close attention to any vanishing line at each intersection of meridians and parallels in search for clues leading to other ways of thinking and doing which I had never experienced before. / TEDE / BV UNIFESP: Teses e dissertações